Entering Excellence with Boon Edam

From the experts at Boon Edam, here are tips for making the case for physical security systems

Most team members understand the inherent threat of workplace or public venue security. Don’t tell your staff about security threats, teach them making staff members active participants in the companies awareness of insecure entrances, non-ID'ed visitors, and other security situations. This helps create ownership that executives want to see from staff. Using a security metaphor: don’t lock them out of awareness, but bring them in to proactiveness.

The most credible threat is not a global, catastrophic threat, but often a tangible threat in your own neighborhood, so to speak. Security technology providers can often offer concrete examples of security threats and subsequent solutions based on similar location, size of company or building, or intended purpose. Discussing the most common threat can lead to a productive ROI conversation about the best technology fit for your most credible threats.

Once the technology is implemented, it’s easy to want to set it and forget it. But security should become a part of your company's fabric. Teach building management or IT staff how to troubleshoot common problems so that inadvertent gaps in security coverage don't boil down to, "The system wasn't working right, and I didn't know what to do."

Use terms like it’ll have a non-effect on personnel, which can help ease minds -- both management and staff. This helps underscore the point that the security solution is not difficult to implement or live with. Actually the best security system is one that works so seamlessly it’s not disruptive.

Host Tyler Kern spoke with Valerie Anderson, President and Managing Director of Boon Edam, about how businesses can build successful company cultures. Anderson's more than a decade's worth of experience in the building entrances and security industry gave her a first-hand opportunity to learn the secrets of what goes into a successful company culture.

People are one of the great assets we have in an organization, and I think the way we continue to develop our people and attach them to the vision of the company is what gives them a sense of self-worth, Anderson said.

She described her leadership role as putting herself in the employee's shoes, and envisioning a culture they'd want to work in. Anderson put emphasis on company vision and the importance of ensuring not only all employees understand the vision but are in the right positions to use their talents to further that vision.

Later in the conversation, Anderson mentioned how successful company cultures should be customer-centric to the point of obsession. It's taking every part of your organization, no matter what your role is, and getting you to think, how would I want this customer interaction to go if I were in their shoes, said Anderson.

Anderson wrapped up the conversation by discussing how she overcame various business challenges on her leadership path.